Understanding Culture as one Essential Ingredient of Information Literacy Programming Courtney...

Understanding Understanding CultureCulture as one as one Essential Ingredient Essential Ingredient of Information of Information

Literacy ProgrammingLiteracy Programming

Courtney Bruch, FRCC

Carroll Wetzel Wilkinson, WVU

LOEX 2012

Outcomes

• Define organizational culture and transformational change in the context of IL programming

• Use one assessment tool in order to examine the fundamental assumptions and values of your work culture

• Consider change strategies that may advance IL programming at your institution

Bruch and Wilkinson LOEX 2012

Organizational Culture

“a pattern of shared basic assumptions basic assumptions learned by a group as it solves its problems of external adaptation and internal internal integrationintegration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”—Schein (2010)


Challenges with IL Program Development

Internal Integration–Librarians Disagreement over

Instructional Role–Tension between Service and

Education–Various Forms of Support are Weak


Types of Change

Single Order

“involves structural or procedural changes that can be made within the organization’s current frameworks or rules, procedures, and leadership roles.”-- Komives et al (2009)

Second Order (Transformational)

“ 1) alters the culture of the institution by changing select underlying assumptions and institutional behaviors, processes and products; 2) is deep and pervasive, affecting the whole institution; 3) is intentional; and 4) occurs over time.”-- Komives et al (2009)


Organizational Development

General Framework:

• Conducting organizational assessment• Developing a dialogue• Investing in organizational learning • Developing systems that support the change—

Deiss (2004)


Insights on Cultural Assessment

• Assessment is of little value unless it is tied to some org problem or issue.

• It is best used when the org has a purpose, new strategy,

problem to be solved, or a change agenda • The assessment process should first identify cultural

assumptions, and then assess them in terms of whether they are a strength or a constraint.—Schein (2010)


Organizational Culture Assessment Instrument (OCAI)

OCAI: reliable and validated instrument for diagnosing a culture– Includes dimensions of org culture– Covers current culture as well as preferred culture to

develop – Cameron & Quinn (2011)


Criteria for Success Now Preferred

A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people.

B The organization defines success on the basis of having unique or the newest products.

C The organization defines success on the basis of winning in the marketplace and outpacing the competition.

D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.

Total 100 100

Sample OCAI Questions


OCAI Example


Criteria for Success Now Preferred

A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people.

38 50

B The organization defines success on the basis of having unique or the newest products. 8 15

C The organization defines success on the basis of winning in the marketplace and outpacing the competition. 4 6

D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.

50 29

Total 100 100

Competing Values Framework (Modified)

Clan Culture (A)

Orientation: Collaborative

Leader Type: Facilitator, Mentor

Theory of Effectiveness: Human development and participation

Adhocracy Culture (B)

Orientation: Creative

Leader Type: Innovator, Visionary

Theory of Effectiveness: Innovation, vision and new resources

Hierarchy Culture (C)

Orientation: Controlling

Leadership Type: Coordinator, Monitor, Organizer

Theory of Effectiveness: Control and efficiency with capable processes

Market Culture (D)

Orientation: Competing

Leader Type: Competitor, Producer

Theory of Effectiveness: Aggressively competing with customer focus


Interpretation

• Discover the type of culture that dominates your organization or IL program

• Discover discrepancies between your current and preferred culture

• Examine the congruence of culture profiles created by different individuals

• Change your culture– Cameron & Quinn (2011)


Ideas for Change Strategies

• Cameron and Quinn: lists change actions to explore based on preferred culture quadrant

• Bruch and Wilkinson: lists change strategy techniques for both solo change agents and change agents working with a group

• Kezar and Eckel: reviews a two-tiered cultural framework to examine the effect of institutional culture on change strategies

• Lucas: uses the academic department as her focal point in discussing a teamwork approach to change


Essential Ingredient Conclusions• Basic assumptions affect internal integration of IL

programming in libraries.• Second Order change can sustain IL programming

in both academic libraries and higher ed.• The OCAI and CVF can be used as a first step to

measure culture/assumptions of your IL program.• Librarians charged with IL programming need to

intentionally employ change techniques.


Thank you!Thank you!

Carroll Wetzel Wilkinson

West Virginia University Morgantown, [email protected]

Courtney Bruch

Front Range Community College Westminster, CO

[email protected]

Wilkinson & Bruch LILAC 2012

Understanding Culture as one Essential Ingredient of Information Literacy Programming Courtney...

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